UTD / SOM / IMS 6360 International Strategic Management

Prof. Mike Peng (Spring 2006)

UNIVERSITY OF TEXAS AT DALLAS

School of Management / Organizations, Strategy, and International Management (OSIM) Area
Spring Semester 2006

International Management Studies (IMS) 6360: 700-945 pm

INTERNATIONAL STRATEGIC MANAGEMENT
Section 501 (Monday, Room 2.904)
Section 502 (Thursday, Room 2.717)

Professor: Mike W. Peng

Office: SOM 4.404, Voice (972) 883-2714, Secretary (972) 883-4829, Fax (972) 883-6029
Email: mikepeng@utdallas.edu / http://som.utdallas.edu/faculty/faculty_peng.htm
Mailbox: SOM 4.217, Office hours: M Th 600 – 645 pm or by appointment

Teaching Assistant: Kenny Oh

Office: SOM 4.411, Voice (972) 883-4469, kennyoh64@yahoo.com

Required Texts:
1. Peng, M. W. (2006). Global Strategy. Thomson South-Western
2. Course pack (available from the copy center at the UTD Bookstore)

Prerequisites: IMS 5200 Global Economy

Overview

This course focuses on the strategic challenges confronting firms which compete in the global economy.
This course has the potential to provide you with a capstone experience allowing you to integrate your
previous learning in a dynamic global setting.

There are four primary objectives of this course. The number one objective is to have an enhanced
understanding of a fundamental question in international business and strategic management: What
determines the international success and failure of companies? In the global economy of the 21st
century, strategies are no longer the exclusive realm of top managers. Mid-level managers and functional
specialists – the starting position of many MBAs and many masters graduates – are increasingly
challenged to think strategically, think globally. Therefore, this course will cultivate your ability to make
well-grounded strategy decisions.

The second objective is to probe into the workings of business strategies in transition and emerging
economies. “Transition economies” include former socialist countries in Central and Eastern Europe, the
former Soviet Union, and East Asia. “Emerging economies” represent an even broader range of countries,
which not only include most transition economies, but also South and Southeast Asia as well as Latin
America. Since many Western multinational enterprises (MNEs) are now concentrating dispropor-
tionately more resources on these markets of tomorrow, you will be better prepared if you start to pay
attention to them now.

The third objective is to gain an understanding of the “other side” of international business, namely, the
strategies of local firms. Many business ventures fail abroad, because foreign entrants fail to understand
the local firms’ perspective. Similarly, many international business courses focus exclusively on the
foreign entrants’ standpoint on how to enter and compete. We will take a more balanced approach by
studying how local firms compete.

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Finally, this course aims to give you an opportunity to work on a meaningful, real-world international
business project.

Grading Scheme

Participation 40%
• Four (4) one-page papers (20%) *
At least two on cases and
one on debates/ethics
• Contributions to class discussions (20%)
One (1) five-page case analysis * 15% * Note: Late written assignment
Term project * 45% will be downgraded 10%
Total 100% every business day

Attendance and Participation Policy

Since the course is built almost exclusively around the case method, attendance and participation are very
important and required of each student. As in the real world, the cases are rich in detail, yet open-ended
and incomplete at the same time. Therefore, do not approach a case as you would a book chapter or a
magazine article. In order to derive maximum benefit from the case method, it is essential that you
mentally "get inside" the case. At a minimum, the well-prepared student comes to class equipped with the
knowledge of the readings and with a written outline on how to answer each of the discussion questions.

The process of writing the responses down imposes a level of specificity and clarity to one’s analysis that
may otherwise be absent. A written outline also provides a foundation for value-added in-class comments
that enhance the learning experience of everyone. Therefore, each student is required to submit at least
two (2) and up to three (3) one-page “case position papers” during the quarter. Each of these papers
will be worth 5% of your total grade. Given the space constraints, you will be better served if you focus
on one or two discussion questions in the position papers. The detailed requirements are:
• Each of these papers has to be typed, and cannot exceed one page single sided, with one inch
margin on four sides of the paper. If you have performed extensive outside research (such as most
recent Internet posting), you may attach one page as an appendix, which can only be a direct
printout or a spreadsheet but cannot be your write-up;
• You may present your position paper in paragraph form, in which case single space is allowed, or
in outline form as bullet points;
• The font size cannot be smaller than 10 (I am using “times new roman” 11 point now);
• You may choose any case, except the one for which you are the “resident expert” (see below);
• Submit a hardcopy at the beginning of the class; electronic submission will not be accepted;
• While you may form study groups to discuss these questions, these positions papers should be
written strictly on an individual basis

Class participation will be graded based on the subjective assessment of the professor for each class, with
(non-binding) input from your peer evaluation. Given the extensive group-based work and the high-
caliber of the students, my previous experience suggested that this is likely to be a key area of
differentiation in your final grade.

"Dos" for Case Discussions

• Keep an open mind
• Relate outside experience

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• Be provocative and constructive

"Don'ts" for Case Discussions

• Do not make sudden topic changes; recognize the flow of discussion
• Do not repeat yourself and others
• Do not "cut" others to "score points"

Remember it is the quality of your participation, not the quantity (or “air time”), that will lead to good
performance in class discussion. The following criteria are employed:
• Excellent class participation: The student consistently attends class, consistently contributes to
case discussions, and consistently demonstrates superior understanding and insights
• Good class participation: The student consistently attends class, consistently contributes to case
discussions, and occasionally demonstrates superior understanding and insights
• Poor class participation: The student inconsistently attends class, inconsistently contributes to
case discussions, and rarely demonstrates superior understanding and insights.

You will not be penalized for up to two absences, which count for two weeks of class time, regardless of
the reason. Please make sure that you are present when you are a “resident expert” on a particular case.
Beyond the first two absences, your grade in attendance and participation will be jeopardized. Only under
extenuating circumstances, such as medically documented sickness, death in the immediate family, and
participation in a University-sponsored activity, will absences be excused beyond the first two.

One-Page Paper on Debates/Ethics

Most textbooks present knowledge “as is” and ignore the fact that the field has numerous inconclusive but
important debates. Every chapter of my new Global Strategy text has a section on “Debates and
Extensions,” some of which have significant ethical dimensions (see also the critical discussion questions
on ethics in every chapter). Pick any one debate/ethical dilemma to write at least one (1) (and up to two
[2]) one-page paper, using the stylistic guidelines for case position papers above. If you choose, you can
also use no more than six (6) PowerPoint slides, print out on one page, summarize a particular assigned
reading, and present it to the class – you will still need to write the paper.

For both the paper and/or the presentation, you need to both summarize the debate/ethical dilemma (less
than ½ page), and answer the question: How does the assigned chapter/reading help you understand and
participate in the debate? For example, between two contrasting positions A and B, you had always
intuitively supported A (before taking the class). Now you find assigned chapters/readings to
intellectually support your support for A. Or, despite your initial belief in A, through this course, you find
chapters/readings which refute your thinking and now you support B.

This assignment is to be done on an individual basis. A hardcopy is required at the beginning of the class.
No electronic submission will be accepted.

Case Analysis as a “Resident Expert”

You will be assigned to be a "resident expert" on one case. Your responsibilities include getting yourself
familiarized with the case material and preparing a five-page case analysis report. The selection will be
from the cases that we will cover. The report for each case is due by the class discussion day in-class.
Please do not be absent for the day when you are one of the "resident experts." (Otherwise, you are
responsible for finding a replacement in your absence by trading cases with a classmate.)

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Briefly summarize the situation (one paragraph or two). Do NOT use the bulk of the report to restate the
situation. The assigned readings are to provide you with an analytical model upon which you can draw
for your case analysis. Focus on this key question: Why does the focal organization(s) in the case
succeed or fail? In a nutshell, the paper must be analytical, rather than descriptive. You should write the
report as if you were writing a staff report for a superior who does not have the technical background (i.e.,
this person does not have a UTD masters degree in management). You should assume that this person is
familiar with the case situation, therefore he/she will get bored if you simply summarize the situation.
Focus on your analysis, and avoid making empty suggestions such as "We need to be more competitive."
The key will be “How to be more competitive? In what ways? In what markets? With what speed?” Make
solid, actionable recommendations; better yet, an action plan will be preferred. Another way to approach
this task is to treat this as a consultant's report. In order to get paid, you don't want to repeat the
information that the client has already known. The format of the individual case analysis:
• The maximum length is five (5) pages, typed and double spaced, excluding the title page and/or
any attachments;
• One inch margins should be left on four sides of the paper, and the font size cannot be smaller
than 10 (I am using “times new roman” 11 point now);
• On the title page, include a 1-paragraph executive summary (less than 100 words); and
• There is no length limitation about attachments (e.g., graphs, tables, and references). But be
professional and reasonable.

Although individual work is encouraged, joint work by groups (consisting of other "resident experts"
assigned with the same case) will be accepted. The quality will be evaluated along content and process
dimensions (60% and 40%, respectively). Appendix 1 gives a complete list of the grading criteria.

Term Project

You are also going to work on a group- or individual-based term project, first writing your own case
study and then answering this question: "How to solve a strategic problem in global strategy?" The first
part will be a case study focusing on a hard-to-tackle strategic problem. Examples include: (1) How to
enter a new foreign market? (2) How to divorce from our JV partner while minimizing the damage to our
interests and reputation? (3) How to govern a newly acquired foreign company? (4) How to deal with
some ethical dilemmas?

Try to follow the format of the cases that we study during the quarter, give enough details on the
background of the firm, and focus on a difficult decision. This part should take approximately 8-10 pages.
The second part will be your analysis and recommendation to these managers in terms of how to proceed,
which should take about 5 pages (similar to your case analysis mentioned earlier). All together, the ideal
length should be approximately 15 pages, excluding attachments such as figures and tables. Under no
circumstances can the total report (all inclusive) exceed 20 pages. The best papers will show evidence
of some investigative efforts – digging for more information, interviews/phone calls/emails with
managers – and of synthesis and careful editing. They will also be insightful, going beyond the most
obvious lessons to draw out the story behind the story.

Outside research is expected. Please properly document your sources either in footnotes/endnotes or in
(author name, year) format with a reference list attached at the end of your work – Please see the next
section on “Professionalism” for more information.

You may work on an individual basis or on a group basis (3-6 students per group). I expect the quality of
group work to be higher than that of individual work. Each individual/group will give a presentation to
the rest of the class, which acts as the board of directors. The key deadlines for this project are:

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Prof. Mike Peng (Spring 2006)

• M 2/27 and Th 3/2: Mid-term progress report (1-2 pages, in any format – the more informative,
the more feedback you will receive)
• M 4/17 and Th 4/20: Project presentations (prepare a 1-page handout to the class)
• M 4/24: Hardcopies (Word printout) and softcopies (both Word and PowerPoint) due

Professionalism

You are expected to exhibit the highest level of professionalism and courtesy in and out of class.
Minimum behavioral expectations include:
• Turn off cell phones, beepers, and pagers while in class
• Refrain from using laptops or any other electronic devices which may be distracting
• Arrive punctually to class (if you have to be late in arrival or to depart early, please find a seat
closer to the door in a non-disruptive manner)

More seriously, please be aware that anyone who commits an act of scholastic dishonesty is subject to
disciplinary actions. Given that this course is writing-intensive, the primary concern is plagiarism –
defined as not giving credit to others’ work and representing such work as one’s own.

Operationally, if words are copied verbatim, they must be placed in quotation marks and properly
documented – either in footnotes or in (name, year) format (such as “Peng, 2006” for my book) with a
reference list at the end of your work. Direct quotes should also provide a page number (except when the
source is an online URL, in which case you need to cite both the complete URL and the date you access
it). Quotation marks and page numbers are not necessary when you paraphrase someone else’s work using
your own words. Nevertheless, you should still give credit to the origin of these ideas. Failure to do so
consists of plagiarism.1 For an example of adequate documentation of sources, see end-of-chapter Notes
sections after each chapter in my book. See also http://www.utdallas.edu/student/slife/dishonesty.html

Class Outline

Date Cases Chapters and issues Industry Home Host

country country
01/09-12 Where have you been? Introduction / Lecture: Ch. 1 --- worldwide worldwide
01/23-26 GN Netcom Ch. 1: Strategizing around the globe Electronics Denmark Worldwide
Japanese bookselling Ch. 2: Managing industry competition Bookselling Japan Japan
01/30-2/2 Gucci Ch. 3: Leveraging resources & capabilities luxury goods Italy worldwide
INCAT-AFAI JV Shipbuilding Australia China
02/06-09 Chinese auto industry Ch. 4: Emphasizing institutions, cultures, & ethics Automobile Triad China
02/13-16 Petrolink Ch. 5: Growing the entrepreneurial firm oil & VC UK Poland
Sunflower Diversified Lithuania Lithuania
02/20-23 Brown Lumber Ch. 6: Entering foreign markets Lumber USA worldwide
Pearl River Piano Piano China USA
02/27-3/2 Eli Lilly in India Ch. 7: Making strategic alliances work Pharma USA India
03/13-16 Are diamonds forever? Ch. 8: Managing global competitive dynamics Diamonds S Africa worldwide
Leviev fights De Beer Diamonds Israel worldwide
03/20-223 Cardinal Health Ch. 9: Diversifying, acquiring, restructuring Healthcare USA worldwide
Spanish banks in L. Am Banking Spain Latin Am
03/27-30 Computime Ch. 10: Structuring, learning, and innovating Electronics Hong Kong China
04/03-06 Vivendi Ch. 11: Governing the corporation globally Diversified France worldwide
04/10-13 bp and corp greenwash Ch. 12: Strategizing with corporate social respon Energy UK worldwide
04/17-20 --- Project presentations --- --- ---
04/24 --- All projects due

1
T. Dalgic, 2005, IMS 6300 Multinational Firm Syllabus, Fall; D. Vora, 2005, IMS 6360 International Strategic Management
Syllabus, Fall.

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Class Schedule2

M 01/09 & Th 01/12 Introduction

Case: Where Have You Been? (Ivey, 9B02M016 – handouts)

1. Form an ad hoc small group of 2-4 students sitting next to each other (Don’t panic! This is ad hoc
for the purposes of this case study only. It is not necessarily the project group with which you will
have to live with for the remainder of this semester)
2. Individually, on each of the worksheets, circle the names of the countries you have visited and the
corresponding percentage of world population represented by these countries (assuming once you
visited a country, you met everyone in the entire population). Sum the relevant regional totals on
p. 11.
3. Then on a group basis, estimate the grand total for the entire group (number of countries and
percentage of world population covered)
4. Is there high or low variation between individual and group profiles?
5. What are the implications of your individual profile for your career?

Lecture: Ch. 1: Strategizing around the globe

Home work: Go over all the cases, and pick your top three choices as a resident expert. No need to
commit to any of the cases for which you will write your one-page case position papers. Just note the days
when we will discuss these cases, and submit one-page position papers on the day of discussion.

M 01/16 Martin Luther King Jr. holiday

Th 01/19 Class reading day for both Ch. 1 and Ch. 2 (and two long cases)

M 01/23 & Th 01/26 Ch 1: Strategizing around the globe + Ch 2: Managing industry competition

Case assignment: Determine the case for which you will be the resident expert

Case: GN Netcom (Integrative Case 1.1, p. 149)

1. What are the strengths and weaknesses of GN Netcom relative to its leading competitor
Plantronics on a worldwide basis?
2. How should GN Netcom develop its business in Asia to match and support its worldwide
strategy?
3. Assuming a decision to manufacture in China is made, what are the consequences for the rest of
GN Netcom? For example, what to do with the existing resources and capabilities at the
production sites in Nashua, USA and Newcastle, UK? How to manage the process of downsizing
the production facilities in a non-disruptive manner?
4. To implement a strategic decision to manufacture in China, what are your recommended mode(s)
of entry (such as a JV, a licensing agreement, an acquisition, or a green-field wholly-owned
subsidiary)? Where would be an ideal location? What about timing?
5. What institutional changes might affect the competitive dynamics of this industry in China as it
prepares to enter the WTO? How should GN Netcom better position itself in preparation for these
changes?

2
Minor changes may be made in the course content as the semester progresses

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Case: Bookoff, Amazon Japan, and the Japanese bookselling industry (Integrative Case 1.2, p. 158)
1. Why is the profitability of large Japanese retail booksellers relatively poor and their scale
relatively small?
2. The Saihan system serves as a price-fixing cartel to deter entry. This practice, often labeled as
“collusive” and “anticompetitive,” would be illegal in many other countries such as the United
States. What are the benefits for individual companies and the industry to participate in this
system? What are the costs? (You may want to consult Chapter 8)
3. Draw on the industry-, resource-, and institution-based views to explain the success of Bookoff
and the more mediocre performance of Amazon Japan. What is going to happen to them if the
Saihan system dissolves?
4. If you were a board member of Barnes & Noble or Borders, would you approve a proposal to
open a series of bookstores in Japan now? Would you change your mind if the Saihan system
dissolves?

M 01/30 & Th 02/02 Ch. 3: Leveraging resources and capabilities

Case: Gucci NV (HBS 701-037, COURSE PACK)

1. Map the competitive positions of the different players in the luxury goods business. Who are the
best positioned players? Why?
2. Where was Gucci positioned in 1990? 1994? 2000? What were the critical moves made by De
Sole to reposition the company?
3. Evaluate De Sole’s latest strategic move to buy YSL and Sergio Rossi.

Case: The INCAT-AFAI joint venture: Technology transfer with a loose contract (Integrative Case 2.3,
p. 348) See Strategy in Action 6.1 on p. 216 for another description of INCAT. See www.incat.com.au for
a video of INCAT’s innovative ships
1. Why did INCAT want to establish a JV as opposed to relying on licensing agreements as before?
2. Why is INCAT comfortable with a loose JV agreement which does not delineate the details of
technological expertise each party is to contribute?
3. What are the drawbacks and advantages of INCAT’s approach
NOTE: You cannot select this case as a “resident expert” case for your 5 page analysis. It is too short.
You can choose to write a 1 page paper on it.

M 02/06 & Th 02/09 Ch. 4: Emphasizing institutions, cultures, and ethics

Case: Race to the Great Wall: Competing in the Chinese automobile industry (Integrative Case 1.3, p.
165)
1. Drawing on the industry-based view, explain why the intensity of interfirm rivalry within the
Chinese automobile industry has increased in the last two decades?
2. Some early entrants (such as Volkswagen) succeeded and some early entrants (such as Peugeot)
failed. Similarly, some late entrants (such as Honda) did well and some late entrants (such as
Ford) are struggling. From a resource-based standpoint, how does entry timing play or not play a
role in determining performance?
3. Using the institution-based view, how to explain the initial reluctance of most multinational
automakers to enter China in the 1980s? Why happened which made them to change their mind
more recently?
4. If you were a board member at one of the major multinational companies, you have just heard
two presentations at a board meeting outlining the two contrasting scenarios for the outlook of the
Chinese automobile industry in the last paragraph of the case. Would you vote “Yes” or “No” for
a $2 billion proposal to fund a major FDI project in China?

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M 02/13 & Th 02/16 Ch. 5: Growing and internationalizing the entrepreneurial firm

Case: Sunflower Company (Integrative Case 1.4, p. 171)

1. Why has Sunflower been successful even though it is frequently changing its product line and
strategy? Would this approach work in established markets?
2. What are the drawbacks and advantages for Sunflower to continue having divergent business
lines?
3. How should Sunflower take advantage of Lithuania’s EU membership?

Case: Petrolink: Take the money – or run? by J. Mullins, Harvard Business Review, November 2004:
35-40. (COURSE PACK)
1. Should Petrolink make the deal with BRX, a Polish venture capital firm?
2. Should Petrolink go back to try to work with LDP, a UK venture capital firm?
3. Should Petrolink do none of the above and try something else?

M 02/20 & Th 02/23 Ch. 6: Entering foreign markets

Case: Brown Lumber: Choosing the optimal export strategy (Integrative Case 2.2, p. 339)
1. What were Brown’s primary motivations to focus on export as opposed to domestic markets?
2. Thus far, what was Brown’s strategy to overcome its liability of foreignness in export markets?
3. Brown can export directly or indirectly (through export intermediaries). What are their pros and
cons? Why did Brown always use export intermediaries?
4. Of the three strategic choices Brown was contemplating, which one would you recommend?

Case: Pearl River Piano Group’s international strategy (Integrative Case 2.1, p. 334)
1. Drawing on industry-, resource-, and institution-based views, explain how PRPG, from its
humble roots, managed to become China’s largest and the world’s second largest piano producer.
2. Why did Tong believe that PRPG must engage in significant internationalization (other than the
current direct export strategy) at this point?
3. If you were one of those professors who visited Tong in March 2000, how can you brief him on
the various pros and cons of various foreign market entry options?
4. Again, if you were one of those professors, how would you specifically point out a direction to
tackle the US market for PRPG?

M 02/27 & Th 03/02 Ch. 7: Making strategic alliances and networks work

DUE Midterm project progress report (1-2 pages)

Additional reading: M. W. Peng & O. Shenkar, 2002, Joint venture dissolution as corporate divorce,
Academy of Management Executive (COURSE PACK)

Case: Eli Lilly in India: Rethinking the joint venture strategy (Ivey, 8B04M16, COURSE PACK)
1. Did Eli Lilly pursue the right strategy to enter the Indian market?
2. Carefully consider the evolution of the JV. Evaluate the three successive JV leaders. Identify the
unique challenges faced by each.
3. How would you assess the overall performance of the JV? What did the partners learn from this
JV?
4. From Eli Lilly’s or Ranbaxy’s perspective, what action would you recommend regarding the JV?
What are the implications of your recommendation? How would you implement this?

M 03/06 & Th 03/09 Spring break

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M 03/13 & Th 03/16 Ch. 8: Managing global competitive dynamics

Case: Are diamonds forever? Behind the longevity of the De Beers cartel (Integrative Case 2.4, p. 352)
Additional Case: Lev Leviev fights De Beers (Chapter 8 Closing Case, p. 327)
1. Most cartels fail within a short period of time due to organizational and incentive problems. Why
is the diamond cartel so long lasting (spanning the entire 20th century and still going, despite
some recent loss of power)?
2. Drawing on industry-, resource-, and institution-based views, explain why De Beers has been
phenomenally successful.
3. Given the multidimensional current challenges, what are opportunities for De Beers? What are
threats? What kinds of strengths and weaknesses does Do Beers have when dealing with these
challenges?
4. Discuss the future of the rivalry between De Beers and Leviev, especially in the new arena of
retail competition with branded jewelry. How does the future hold for both firms?
NOTE: You cannot select the additional case as a “resident expert” case for your 5 page analysis. It is
too short. You can choose to write a 1 page paper on it.

M 03/20 & Th 03/23 Ch. 9: Diversifying, acquiring, and restructuring

Case: Corporate strategy at Cardinal Health (Integrative Case 3.1, p. 521)

1. What are the benefits and costs of Cardinal Health’s product related diversification strategy?
2. What has made Cardinal Health the biggest player in the US health care industry in general and
the undisputed profitability leader in the drug distribution business in general?
3. To focus more on international activities, what are the main opportunities and obstacles?
4. Does Cardinal Health need to adjust its organizational structure (currently represented by the four
US-focused product divisions) to create a better fit with its more internationally oriented strategy?

Case: Spanish banks in Latin America (Integrative Case 3.2, p. 527)

1. Drawing on industry-, resource-, and institution-based perspectives, explain why the Spanish
banks were so keen to enter Latin America. Why weren’t the banks from other countries as
aggressive as the Spanish banks?
2. What capabilities or know-how enabled the Spaniards to succeed in the region, at least thus far?
Who are the Spanish banks competing against?
3. Which market – Argentina, Chile, Mexico – is most attractive from the point of view of a foreign
bank? What entry modes did the Spanish banks – Santander, BBV, BCH – use? Did each bank
choose the same entry modes for all markets? Why?
4. If you were an executive at a local bank or another foreign-owned bank (such as BankBoston),
what would be your course of action in the face of the Spanish “invasion”?

M 03/27 & Th 03/30 Ch. 10: Structuring, learning, and innovating multinationally

Case: Computime, Ltd.: China’s boom times cause growing pains (Chinese University of Hong Kong
case, COURSE PACK)
1. What is the general environmental situation faced by Computime?
2. What is the rationale behind Bernard’s reorganization idea? How can Bernard expand the
business?
3. If you were an employee of Computime, would you welcome the restructuring plan? Why or why
not? What steps can Bernard take to get organizational members to accept the reorganization and
to make the transition go smoothly?

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4. What are the major challenges facing Bernard in the course of the restructuring? How should he
address those challenges?
5. Why does the board of directors have reservations regarding the reorganization plan? Are the
reservations valid? What can Bernard do to win them over to his plan?
6. To carry out restructuring successfully, what are some of the human resource management issues
that Bernard should address? If you were the Human Resources Manager, what would you do?

M 04/03 & Th 04/06 Ch. 11: Governing the corporation around the world

Case: Vivendi (A) and (B) (HBS 9-799-019 and 9-703-418, COURSE PACK)
1. What is Vivendi’s corporate strategy? How does this firm intend to create value?
2. Is this a good strategy for the company?
3. Is this a good strategy for the investor?
4. How does the business environment in France affect Messier’s plans and his ability to carry them
out?
5. From a corporate governance standpoint, how can Vivendi’s governance be improved?

M 04/10 & Th 04/13 Ch. 12: Strategizing with corporate social responsibility

Case: bp and corporate greenwash (Ivey 8B05C10, COURSE PACK)

1. What did BP change its name from BP to bp?
2. What has bp done since 2002 that makes you think of it as “beyond petroleum”?
3. What has bp done since 2002 that makes you sceptical of the company’s “beyond petroleum”
campaign?
4. In your view, is bp’s “beyond petroleum” campaign honest, or merely an example of “corporate
greenwash” – namely, “disinformation disseminated by an organization so as to present an
environmentally responsible public image”?
5. If you were Lord Brown, how would you convince your critics that your company does indeed
intend to go “beyond petroleum”?
6. What are the absolute criteria for ethical and successful communication between business and the
public?

M 04/17 & Th 04/20 Lessons from recent projects in global strategy

REQUIRED: Distribute a one-page outline of your presentation to the class (you may use both sides of
the paper, but the handout is limited to a single, physical 8½ x 11 page).

Submit a copy of your slides (6 slides printed on 1 sheet please – total no more than 24 slides) to the
professor

M 04/24 Final submission no later than 7 pm, Monday, 04/24. Four things are required:

REQUIRED: All group members’ names and emails are on the cover sheet of your paper and PPT slide
1 – for security reasons, do NOT show Social Security numbers

1. A hardcopy of your project – either hand in in person or put in my box in SOM 4.217.
2. A hardcopy of your slides (6 slides per page) – hand in in person or in my box (if you haven’t
already done so during your presentation)
3. An attachment of your Word file to my TA (kennyoh64@yahoo.com)
4. An attachment of your PowerPoint to my TA

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UTD / SOM / IMS 6360 International Strategic Management
Prof. Mike Peng (Spring 2006)

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 UTD / SOM / IMS 6360 International Strategic Management
Prof. Mike Peng (Spring 2006)

About Your Professor

Dr. Mike W. Peng is the Provost’s Distinguished Professor of Global Strategy, the first holder of such
distinction at UTD. He joined the faculty in summer 2005. He was previously an associate professor with
tenure at the Ohio State University, and an assistant professor at the University of Hawaii and Chinese
University of Hong Kong. At UTD, Dr. Peng is Coordinator of the Ph.D. Program in Organizations,
Strategy, and International Management (OSIM), and is spearheading the efforts to establish the first
Center for Global Business in the Greater Dallas-Ft. Worth area.

Dr. Peng holds a Ph.D. degree in strategy from the University of Washington, Seattle. He is the author of
three books, Behind the Success and Failure of U.S. Export Intermediaries (1998), Business Strategies in
Transition Economies (2000), and Global Strategy (2006). Available since January 2005, Global Strategy
has already become the global market leader in its segment, having been adopted by business schools in
Asia, Europe, and North America. He is currently writing his fourth book, Global Business.

Dr. Peng is widely regarded as one of the most prolific and most influential scholars in global strategy.
His close to 40 scholarly articles have appeared in all leading journals in strategic management and
international business. He has served on the editorial boards of the Academy of Management Journal,
Academy of Management Review, Journal of International Business Studies, and Strategic Management
Journal. Currently, he is the Editor of the Asia Pacific Journal of Management. Recently, he became the
first elected officer in the Global Strategy Interest Group at the Strategic Management Society, assuming
the position of Program Chair in 2005-07.

Truly global in scope, his research focuses on firm strategies in regions such as Asia and Central and
Eastern Europe, covering countries such as China, Hong Kong, Japan, Russia, South Korea, Thailand, and
the United States. His research has been cited in numerous scholarly articles, all leading textbooks in
strategic management and international business, as well as World Bank publications. His work has been
quoted in Newsweek, Exporter Magazine, Radio Free Asia, and Voice of America, and presented at
influential global forums such as The World Bank.

Dr. Peng’s high-impact, high-visibility research has attracted significant external funding, totaling more
than half a million dollars. At present, he is undertaking a five-year (2003-08) study funded by a
prestigious National Science Foundation CAREER Grant (formerly known as the Young Investigator
Award). At $423,000, this was the single largest grant the NSF awarded to a business school faculty
member. He carried over half of such funding to UTD.

Dr. Peng is also an active faculty trainer and consultant. He has provided on the-job-training on how to
teach international business courses to over 60 professors. He has consulted for organizations such as
BankOne, Berlitz International, Chinese Chamber of Commerce, Hong Kong Research Grants Council,
National Science Foundation, Nationwide Insurance, Ohio Polymer Association, U.S.-China Business
Council, and The World Bank.

http://som.utdallas.edu/faculty/faculty_peng.htm

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 UTD / SOM / IMS 6360 International Strategic Management
Prof. Mike Peng (Spring 2006)

Appendix 1: Grading Criteria for Writing Assignments (Case Analysis and Term Project)

I. Content Issues (60%)

(a) Use of concepts and theories applied to the case (10%)
(b) Reasonableness of analysis (20%)
(c) Effectiveness of examples (10%)
(d) Appropriateness of recommendations/conclusions (20%)

II. Process Issues (40%)*

(a) Effectiveness of presentation (20%)
(including speech posture, maintaining eye contact
with the audience instead of reading off the script,
use of visual aids, timing, and answer of questions)
(b) Effectiveness of written reports (20%)
(including readability, flow, logic, and organization;
writing mechanics, such as free of grammatical and spelling
errors, use of sections and headings, and page numbering;
use of literature; and attachments such as graphs, tables, and
calculations, whenever applicable)

* When there is no oral presentation, part II (b) writing quality will carry 40% of the total grade

Appendix 2. Peer Participation Evaluation Form (due on M 4/17 & Th 4/20)

Your name: ____________________________________________________________

In my evaluation, the following five students excluding myself, in no particular order, have most
significantly contributed to our class discussion. In other words, they deserve the full 20% of the class
participation grade. You should make this evaluation by yourself, not jointly with your colleagues. You
should identify members of your study group with a “*”

Notes
1. The information you submit is confidential.
2. The limit of five students does not imply that only five students can attain excellence in class
participation.
3. Submitting this form is voluntary. Your grade will not be affected if you choose not to participate.
4. The student feedback is non-binding. In other words, the professor will make independent
judgments. This feedback will serve as additional, non-binding feedback.

1. ____________________________________________________________

2. ____________________________________________________________

3. ____________________________________________________________

4. ____________________________________________________________

5. ____________________________________________________________

Additional comments?

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 UTD / SOM / IMS 6360 International Strategic Management
Prof. Mike Peng (Spring 2006)

Appendix 3. Background Survey

Name: Name preferred to be called:

Home town/state/country:

Program: [ ] 1st year MBA [ ] 2nd year MBA

[ ] Other masters program (specify) ________________________________

Major/Concentration:

Did you take a case-based course before? If so, when and where?

Did you take an International Management Studies (IMS) course before? If so, when, where, at what level?

Briefly describe your work experience:

Briefly describe your most distinguishing physical feature so that the professor can get to know you quickly (e.g., I
am 10 feet tall; my hair is orange; etc)

Anything else you would like me to know?

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